HCG WEBINAR

Talent Practices that Move the Needle on Diversity and Inclusion

With Guest Panelists Chinwe Abara, NetApp and David Ortiz, Oracle

Wednesday, March 18th 2020

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About the Speakers

Dr. Shreya Sarkar-BarneyAlyssa Perez

Research Analyst and Consultant Founder and CEO

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We help organizations achieve better outcomes through talent using

science, analytics, and empathy.

Drive business impact through timely talent actions

Deliver measurable and sustained improvements in leadership

Leadership Excellence

Talent Management

Excellence

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Evidence-based AnalysesWebinars, Podcasts, Blogs, eBooks

Systematic Reviews

Performance Management

Employee Engagement

Talent Development

Executive Coaching

Trending Practices

Skills for the new world of HR

Design Thinking in HR

Digital Learning

Digital Leadership

Certifications for skill development

Leadership Development

Talent Analytics

Employee Selection

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Certification Tracks in Strategic HR

Comprehensive certification for strategic HR Professionals in client partnering roles

Specializations for designers and implementer of talent management systems

Focused certifications on specific talent management practices

Certified Talent

Management

Practitioner (CTMP)

Certified Talent

Management

Specialist

(CTMS)

Certified in

Workforce

Staffing

(CWS)

Certified in

Workforce

Development

(CWD)

Certified in

Workforce

Management

(CWM)

Certified in

Organizational

Effectiveness

(COE)

Certified in

Talent Acquisition

(CTA)

Certified in

Leadership

Development

(CLD)

Certified in

Workforce

Analytics

(CWA)

Certified in

Workforce

Planning

(CWP)

Certified in Change

Management

(CCM)

Certified in

Employee

Engagement

(CEE)

Curriculum design and certification informed by our expert panel

Certified in Data

Science for HR i

(CDS-HRi)

New!Earn a Certification in Data Science for HR I (CDS-HRi)

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Krista Uggerslev, Ph.D.

metaBUS

Ramzi Baydoun, Ph.D. Liberty Munson, Ph.D. Eric O’Rourke, Ph.D.

Aarti Shyamsunder, Ph.D.

Psymantics Consulting &

Michael Tocci, Ph.D.

Neha Singla Ph.D. Anu Ramesh, Ph.D.

Frank Bosco, Ph.D.

metaBUS

Victoria A. Davis, Ph.D.Fm

Mahesh Subramony, Ph.D.Comila Shahani-Denning, Ph.D.

HCG Expert PanelistsInsights on needs and trending practices

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HCG Upcoming Event Workshop Series

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Expert Faculty: Dr. Linda Hoopes

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About the Guest Panelists

Chinwe Abara

Global Diversity, Inclusion and

Belonging Program Manager

David Ortiz

D&I Strategist, Disability Inclusion

Program Manager

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The Challenge

Companies are investing but not getting the results

My company has a

gender diversity

program in place

I have personally

benefited from a

diversity intervention

All the buzz about diversity programs is doing little to move the needle on the attraction and retention of diverse talent.

Its time to move from doing something to doing things that work.

Source: BCG Global Gender Diversity Survey 2017

91% 27%

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I have personally benefited from my company’s effort in promoting diversity, inclusion, and belonging

Number of respondents = 71

Most gain some benefits from D&I effort. Some investment is better than no investment.

Source: Human Capital Growth 2020 Diversity and Inclusion survey

10%

28%

49%

30%

Not at all Minimally To some extent To a great extent

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Benefits of Investing in D&I

Data Trends

Companies with gender diversity in senior management and boardroomssignificantly outperformed those with less diversity across various financial measures.

Heterogeneous groups get better results than homogeneous groups because the resulting tension or discomfort leads to more careful processing of information.

Companies with inclusive cultures have lower turnover, which significantly lowers direct and indirect costs.

1. 2. 3. 4. 5.A team with a member who

shares a client’s ethnicity, gender,

culture or generation is 152% likelierthan another

team to understand that

client, build rapport and enhance the

client experience.

How Diversity Can Drive Innovation,” Harvard Business

Review (2013)

Catalyst (2013) &McKinsey Company (2007)

Kellogg School of Mgt(2010)

Employment Relations Today

(2015)

A gender and ethnically diverse workforce was associated with more customers, increased sales revenue, greater relative profits, and greater market share.

University of IllinoisAmerican Sociological Review

(2009)

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Confidential – Oracle 13

Companies in the top 25th percentile for gender diversity on their executive teams

were 21% more likely to experience above

average profits.

Companies with more culturally and ethnically

diverse executive teams were 33% more

likely to see better-than-average profits.

GENDER DIVERSITY

ETHNIC DIVERSITY

*At the board of directors level, more ethnically and cultural diverse

companies were 43% more likely to see above-average profits, showing a significant correlation between diversity and performance.

Diversity and Profit

Confidential – Oracle 14

Yet a Society Human Resources Management report recently noted that41% of managers are “too busy” to implement diversity initiatives.

Why?

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To what extent is advancing diversity and inclusion a key leadership priority at your organization?

About a third of the organizations have made a firm commitment to D&I

Number of respondents = 71

Source: Human Capital Growth 2020 Diversity and Inclusion survey

13%

2%

30%

34%

38%

We have yet toprioritize it

It is not discussedamong leaders

It is listed among ourcore priorities

Our leadersconsistently talk about

it

We have dedicatedheadcount and budget

to support it

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d.Why Most Diversity

Programs FailStudies show an appropriately configured

organizational environment is necessary

before the benefits of gender diversity can be

fully realized.

CULTURE

Organizational culture does not actively

value diversity and inclusion

GOALS

Espoused goals are typically more aligned

with masculine goals (competition vs

collaboration).

TALENT MANAGEMENT

Most D&I effort are administered as

individual programs. Lacking an integrated

talent management systems approach to

support and sustain diversity, inclusion, and

belonging.

Diversity, Inclusion, and Belonging

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Diversity Inclusion

Addresses degree of

representation of

diverse groups

• Emphasizes differences

• Dimension of diversity

include different races,

cultures, religions,

backgrounds, experiences

that lead to different

perspectives, attitudes and

approaches

Addresses disparity in

the treatment of

members of diverse

groups

• Leverages differences

emphasizes similarities

• People feel respected, are

treated fairly, inspired and

motivated

• Degree to which each

employee perceives that

he/she is an esteemed

member of his/her work

group

Belonging

Creating a work

environment where

individuals feel

socially accepted and

included

• Individuals given

opportunities to add value

• Organization signals that

everyone's contributions

matter

• Individuals can bring their

authentic self to work

• Individuals allowed to

maintain their identity

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In which of these areas does your company have formal program(s) and practice(s)?

Number of respondents = 71

Source: Human Capital Growth 2020 Diversity and Inclusion survey

About a third of the organizations have made a firm commitment to D&I

36%

70%

62%

33%

30%

2%

26%

We don’t have a formal program at this time

Diversity

Inclusion

Belonging

Diversity,Inclusion

Diversity,Belonging

Diversity,Inclusion,Belonging

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Moving from Diversity to Inclusion

Honoring differences

among employees,

customers, and

suppliers

Creates a focus on

numbers

Expands focus on creating

a supportive work

environment

Diversity InclusionSeeking out, valuing, and

using the knowledge of

diverse groups of employees

for competitive business

advantage

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Integrated Talent ManagementPractices that Move the Needle on Inclusion

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Men and Women Rank Obstacles to Gender Diversity Differently

% of respondents who see obstacles in each category

Source: BCG Global Gender Diversity Survey 2017

RECRUITMENT

27% 26%

CULTURE

18% 30%

x 1.7

LEADERSHIP

18% 33%

x 1.8

RETENTION

20% 36%

x 1.8

ADVANCEMENT

21% 45%

x 2.1

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Model of Integrated Talent Management

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Which of the following practices does your organization currently use to advance diversity and inclusion?

Number of respondents = 71

Source: Human Capital Growth 2020 Diversity and Inclusion survey

92%

52%49%

15%

38%

52% 52%

Attracting a diversecandidate pool

Diversity trainingfor leaders

Diversity trainingfor all employees

Micro aggressiontraining

Pay equalizationacross genders

Career opportunityequalization across

gender and race

Work-life programs

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d.

Inclusion Initiatives – What Works

Single initiatives are less effective than a comprehensive set of talent management initiatives targeting various touch

points in the employee life cycle.

LOW IMPACT HIGH IMPACT

▪ One time training programs

▪ Incentivizing senior leaders

▪ Hiring highly visible role models

▪ Grievance systems

▪ Minority mentoring programs

▪ Disconnected initiatives

✓ Work-life programs (e.g. flex time, part-time, home,

coaching)

✓ Sponsorships (e.g. women, underrepresented groups)

✓ Holistic employee development through talent

management (e.g. experiences, coaching)

✓ Making public commitments

✓ Establishing anti-discrimination policies

✓ Tracking progress through KPIs

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Workforce StaffingDIVERSITY CHALLENGE

How might we create a workforce that look less like the people who are doing the hiring and more like the

people graduating or available in the workforce with the skills to join it?

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Inclusive Hiring Practices

Job Design Talent Acquisition

Candidate Screening Hiring Decision

• Design Jobs that appeal to

both genders

• Gender neutral job

descriptions

• Hiring decisions guided

by data

• Gender balanced hiring

panel

• Skills and capabilities testing

• Structured interviews

• Diverse candidate pools

• Blind resume review

HIRE

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Workforce DevelopmentDIVERSITY CHALLENGE

• How might we overcome inherent human tendencies to be biased?

• How might we create equitable opportunities for all employees to develop to their highest potential?

Retention and Advancement, the Biggest Challenge

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DEVELOP

Job Training Career Management

Human Capital Development Leadership Development

• Coaching

• Mentoring

• Reverse mentoring

• Special projects (opportunities)

• Buddy System

• Special projects

• Habit breaking interventions

• Perspective taking

• Implicit bias training

• Diversity training

Inclusive Learning and Development Practices

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WEBINARS PODCASTSBLOGS eBOOKS

Exponential Talent

Our Thought Leadership on Evidence-based HR

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You May Also Be interested in These Resources

31

With Dr. Aarti Shyamsunder

Webinar Podcast Blog

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April 15 th, 2020 9 AM PT

Talent Practices that Move the Needle on Diversity and Inclusion (Part 2)

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